COUPA SOFTWARE · PARTNER GTM · IBERIA
Activating the Iberian Partner Ecosystem for Commercial Execution
I re-engaged existing partners, added new relationships where coverage was missing and worked with Sales to qualify and progress opportunities.
- Business context
- Coupa Software · Partner Business · Spain and Portugal
- Commercial problem
- Some relationships needed restarting, and opportunity ownership and next actions needed to be clearer.
- Henrique’s role
- Individual contributor responsible for partner relationships and partner-led commercial work across Iberia.
- Outcome
- New partner-sourced pipeline and clearer governance around partner opportunities.
THE PROBLEM
Partner relationships were not producing consistent commercial activity.
Some established partner relationships needed to be restarted after activity had slowed. Others brought relevant consulting and delivery capability but limited commercial engagement. Coverage and reseller gaps also meant that new relationships needed to be developed selectively.
The priority was to focus on partners with a realistic commercial role and connect their activity to the direct Sales organisation, rather than simply add more names to the partner list.
MY CONTRIBUTION
My role in the Iberian partner motion.
I re-engaged existing partners, recruited new partners where coverage was missing and worked with Sales to qualify and progress opportunities more consistently.
I linked partner activity to account priorities, clarified opportunity ownership, coordinated enablement and maintained follow-through across Spain and Portugal.
EXECUTION
How I approached it
- 01
Re-engage useful relationships
I reconnected underused partners with the direct sales organisation around relevant opportunities, sectors and solutions.
- 02
Add capability selectively
LKS Next and Baseline were formally recruited as reseller partners; Conexus, Timestamp, Inetum and Spaulding Ridge progressed through advanced engagement.
- 03
Define the right motion
I matched partners to reseller, referral, co-sell, strategic alliance or implementation roles according to their commercial fit.
- 04
Introduce pipeline governance
I introduced weekly or bi-weekly reviews covering qualification, ownership, dated next steps, stage progression, forecast discipline and accountability.
- 05
Connect enablement to execution
I linked sales readiness, opportunity registration, account mapping, campaigns and joint events directly to pipeline creation and progression.
RESULT
Result
The work created new partner-sourced pipeline and clearer governance around partner opportunities.
WHAT THIS DEMONSTRATES
Capabilities demonstrated in this work.
- Diagnosing gaps in an existing ecosystem
- Reactivating underused partner relationships
- Adding new capability only where commercial gaps exist
- Aligning partners, Sales and cross-functional stakeholders
- Creating practical pipeline and forecast discipline
FACTUAL VALIDATION
Assessment from direct management.
“He has effectively combined strategic insight, partner engagement, and internal collaboration to establish a strong foundation for channel growth.”
Hiring for a senior partnerships or channel role?
I’m open to senior full-time roles where partner relationships need clearer priorities, ownership and commercial follow-through.